MOVING BEYOND PROCESS AUTOMATION

Transcription

1 March 06, 2014 MOVING BEYOND PROCESS AUTOMATION Next Steps to Achieving Integrated Human Capital Management Presented by: Jim Newman, CEO/President of HRIZONS, LLC

2 HR TECHNOLOGY & TRANSFORMATION SOLUTIONS Solutions for every day and every business. We help you design for integrated talent management Strategic services for HCM program, process and change planning We implement with excellence! Implementation services using our proven 4LENSES APPROACH We help clients optimize and take it to the next level Support services to drive adoption, optimization and business value We re SaaSy! Implementing the best in the Cloud! Certified implementation partner for SuccessFactors HCM Suite We help clients build job content for an integrated world Today s integrated HCM platforms require scalable job content that transcends the HR functions. JDMS combines best practice competency and job design methods with our own SaaS-based content development engine (integrates with all HCM platforms) We know healthcare! Helping healthcare achieve efficiency and regulatory compliance

3 TODAY S AGENDA Next Steps to Achieving Integrated HCM Why Integrated HCM Matters to Your Organization - ROI & Reality A Day in the Lifecycle: Core HR & Foundation Perform & Reward Align & Development IHCM Lessons Learned

4 HCM PLATFORM I Now What?

5 INTEGRATED HCM DEFINITION: Integration of HR and talent content, processes, systems, and information to ensure that organizations have the right people in the right place, at the right time, at the right cost.

6 INTEGRATED HCM FRAMEWORK/DETAIL

7 INTEGRATED HCM FRAMEWORK/VISION

8 AUDIENCE POLL QUESTION: Who has an HR Technology initiative in place towards deploying an integrated HCM Suite?

9 IMPLEMENTATION CAN BE A CHALLENGE REALITY: PROCESS INTEGRATION CONTENT INTEGRATION SYSTEMS INTEGRATION

10 INTEGRATION I Position Management Solutions for every day and every business. Budgeting Purchasing Contract Labor Management Position Management Future TBD IT Provisioning Facilities

11 CONTENT FOUNDATION JOB DESCRIPTION QUALIFICATIONS COMPETENCIES Job Summary Org Requirements Working Conditions Physical Demands Education Experience Certifications/ Licensures Org Values Behavioral Functional Technical

12 INTEGRATED CONTENT FOUNDATION COMPENSATION ONBOARDING DEVELOPMENT CAREER PLANNING RECRUITMENT PERFORMANCE MANAGEMENT SUCCESSION LEARNING Job Description - Job Summary - Org Requirements - Working Conditions - Physical Demands Qualifications - Education - Experience - Certifications / Licensures HCM technology Competencies - Organization Values - Behavioral - Job Specific platform

13 INTEGRATION I Competency Ratings Competency Ratings

14 Manage relocation and immigration process Measure business, client, candidate effectiveness of talent acquisition INTEGRATION I Systems Career paths (Business) Employee certification data (Business) Compliance training (Business) Learning opportunities catalog (Business) KPI s (HR) Employee data from technology (HRIS) Business strategy (Business) Engagement surveys (HR) Finance (Business) Learning & Development Objectives To build a learning culture at Co. that supports business strategy and improved corporate performance by providing our clients with a set of learning and development tools and processes Activities Manage learning needs assessment process Provide tools and process for development planning Manage and maintain the Co. competency model (including technical competency) Manage and maintain a learning opportunities catalog (action based learning, skills based, classroom) Manage delivery and coordination of corporate learning opportunities Provide tools and processes for corporate knowledge management Manage the competency based skills inventory Manage the process for job based competency mapping and job description development Manage and maintain career path resources Develop and proliferate onboarding tools and processes linked to talent acquisition Measure the business and client effectiveness of L & D activities Manage the tools and processes for compliance certification Competency based evaluations Employee certification data Performance evaluation results Competency performance evaluation New hire evaluations Scenario modeling Future skills needs analysis Competency based skills inventory Competency model Career paths Competency inventory Development plan-progress Assessment results Hard to develop roles Future skill needs External labour market analysis Succession planning development needs Flight risks Job based competency mapping and job descriptions Employee certification data Assessment results Career paths Competency based skills inventory Top talent identification Key roles Competency based evaluations Development of needs Bench strength analysis Workforce Planning Objectives To align human capital strategies to the objectives of Co., and provide strategic direction to all talent management disciplines in meeting Co. s current and future needs. Activities Develop a clear understanding of Co. s business strategies Identify current and future talent needs in alignment with the business strategies Determine the current supply of talent (internal and external skills, competencies and roles) Identify the gaps between supply of talent and talent needs Develop action plans to close talent gaps Deliver scenario modeling analysis in identifying talent gaps Measure effectiveness of activities and modeling Feedback on on strategic plan (Business) Talent action plan (Business) Budget feedback or or guidance (Finance, Leadership) Recommendations for for organizational changes (Organizational design) Budget from finance Development of needs Performance management ratings guidelines Development plan progress Job based competency models Compliance completion program Performance evaluation results - individual Competency based evaluations Aggrregate performance feedback evaluation results Competency based evaluations Competency performance evaluations Performance evaluation results - individual Job leveling information Performance Management Objectives To drive a performance culture that enables achieving business goals and strengthening core values through the alignment of organization and employee objectives, use of differentiated performance metrics and rewards, and the focused development // enhancement of relevant competencies. Activities Provide tools and processes to manage cascaded goal-setting for all employees Provide tools and processes to manage regular and frequent performance evaluations including; Performance versus goals Performance versus competencies Differentiated performance Performance calibration Multi-rater feedback Manage underperformance (PSP) Provide tools and processes in delivering continuous feedback Aggregate T-comp data

15 THE QUESTION: IS IT WORTH THE INVESTMENT?

16 A DAY IN THE LIFECYCLE I Life Before & After IHCM HELLO MY NAME IS Jane (employee) Rick (manager) Judy (HR) John (employee) the employee s of IHCM, Inc.

17 A DAY IN THE LIFECYCLE I Self-Services I spend so much time updating employee records. I m sure there must be way for managers and employees to do this instead of me! Hi Rick, I ve updated John s address and also processes the leave request for him based on your approval. John, I ve approved your vacation and it s been entered into our master HR spreadsheet with your new address. Thanks John. It took a long time isn t there a quicker and easier way? I can t believe how long and hard that was! HR is such a bottleneck Judy (HR) Rick (manager) John (employee)

18 A DAY IN THE LIFECYCLE I IHCM Self-Services Hi Rick, I ve just moved to a house in the suburbs it s really great! I updated my address in the Employee Self-Service portal. I also sent a vacation request so I can wait for the rest of my furniture to be delivered. I hope it gets approved soon Hi Suzy, I ve approved your vacation request that I received half an hour ago. I also approved the bonus we discussed during your review. wow, I have so much more time to do real HR work and run our talent management and employee engagement initiatives with the employee/manager selfservice in place! Jane (employee) Rick (manager) Judy (HR)

19 A DAY IN THE LIFECYCLE I Position Management if only we could automate position based budgeting in our HR system! Knowing which positions were approved for hire and filled automatically would be heaven! I ll put together a spreadsheet of the positions we have on file for your cost center and we can send it to the hiring team to recruit once your budget is approved. Judy, I need to make sure that the job titles and salaries match my budget for Finance so I am ready to hire for the FY plan. Boy, budgeting for headcount is a nightmare around here! Today Judy (HR) Rick Judy (manager)

20 A DAY IN THE LIFECYCLE I IHCM Position Management so glad we got position management in place and were able to align it with our budget, job codes, job descriptions, competencies, and staffing levels We re actually getting good at operational workforce planning! Rick, I see you now have budget for those 3 positions we discussed. With budget approval and those detailed job profiles, Recruiting knows exactly what type of candidates you need and is already sourcing candidates both internally and externally. Yes, thanks for reaching out proactively. I really need those positions filled to ensure I meet With my the top bench of team objectives. Sounds like talent we re we re building I ahead of schedule to get the should right be able to hire talent in place to execute on the our team I need to business plan! I m impressed achieve with our new goals! HR! The future Judy (HR) Rick (manager)

21 A DAY IN THE LIFECYCLE I Performance Management First 90 Days phew! I m glad we won t have to term and re-hire. Now I can go plan that holiday party! Rick, how is your new hire John doing? A keeper? He seems to be doing all right. A little disengaged with the job but I think he ll make it. Judy (HR) Rick (manager)

22 A DAY IN THE LIFECYCLE I IHCM Performance Management First 90 Days Rick, I just ran the quality of hire report and it looks like Suzy was a 95% match to the success profile? Thought I d check-in to be certain my data was correct. Your data is accurate and the gaps we have identified are being addressed. That selfservice job training is great too! First Yes, Suzy is flourishing in her role! What a find. I think 90she has the potential Daysto really grow here and make an impact! Judy (HR) Armed with a well-designed job profile, Rick and Judy can identify competency gaps during the first 90 days, provide remedies and measure the employee against the job they were hired to perform. QUALITY OF HIRE! Rick (manager)

23 A DAY IN THE LIFECYCLE I Compensation Management My team has performed well and now I have to do their bonuses. But first I have to get all of the performance rating data spreadsheets from the managers and put John, well done on a the data into my compensation great year. Here s an spreadsheets. Then I ll have to do the inflation-level payraise. Sorry it took so calculations and submit to HR again long. I worked really hard, met all of my goals, and helped the company with a record year. I worked my self into the ground this year and all I am getting is a lousy pay-raise, which took ages to wait for. I m going to look for another job! Rick (manager) John (employee)

24 A DAY IN THE LIFECYCLE I IHCM Compensation Management We ve had a great year, so I can use some of the profit to reward the team for their critical role in making this happen! And getting the performance and compensation processes completed was seamless and easy! Suzy, well done on a great year! You over-achieved on your targets and the team did great! I m thrilled to share that you ve earned a 5% pay-raise and a $10k bonus as a thank-you! Keep up the great work! All of my hard work paid off and now I can look forward to another great year and achieving even more this year! Wow, this company really knows how to reward it s employees when they do well! If I work just as hard this year, I have a real chance to achieve my financial objectives! Rick (manager) Jane (employee)

25 A DAY IN THE LIFECYCLE I Succession Planning I need to consolidate our succession plans for our company. If only I didn t have to sift through these misaligned spreadsheets from my managers and make sense of the best candidates it s so hard to match them to positions and talent pools Rick, it s time to prepare the succession plans and talent pools again. Can you send me your spreadsheets with the performance, potential, and risk ratings please? Hi Judy, I ve managed to copy all of the performance rating data to the spreadsheets and entered my comments. This takes so long and I always make mistakes trying to copy data from other spreadsheets. Today Judy (HR) Rick (manager) Judy

26 A DAY IN THE LIFECYCLE I IHCM Succession Planning I can easily view all of the Hi Rick, I ve prepared the performance and potential talent ratings pool of and succession plan employees, find the high-performing nominations. We ll need you to and high-potential individuals, participate and in a talent review assign them to talent pools session or so we can finalize our succession plans based on FY their talent development plans competencies and skills. and analyze our benchstrength and risk of loss. Wow, once I ve done the performance reviews and risk Hi Judy, that s great. I m glad assessments then I m all you have everything you need done! That was so already. We worked hard to quick and easy! maintain the team s Talent Profiles and the competency assessments went smooth! The future Judy (HR) Rick (manager)

27 ROI

28 IM MATURITY I Impact on Leadership, Engagement, Planning - Bersin 2009 Talent Management Factbook

29 THE HIGHER THE MATURITY, THE HIGHER THE EFFECTIVENESS Revenue per employee is 26% higher in companies with an ITM strategy - Bersin 2009 Talent Management Factbook

30 AUDIENCE POLL I Have you implemented 3 or more modules?

31 IHCM I Overview LESSONS LEARNED

32 IHCM I Overview #1 IHCM is a Journey that Needs Direction (framework and program roadmap)

33 WHERE ARE YOU ON THE IHCM MATURITY CURVE? Transforming Integrating Focus: strategic advantage Processes: sophisticated, biz-driven Integration: full integration Automating Goal: optimization & collaboration Processes: leading practices Integration: good process & system Standardizing Goal: efficiency Processes: automated, more consistency Integration: partial process & system Surviving Goal: triage Processes: manual, Integration: NA Goal: effectiveness, proof-of-concept Processes: manual, moving to consistency Integration: manual silos

34 IHCM I Overview #2 Know Your Readiness, Complexities and Fill the Gaps

35 KNOW YOUR READINESS Strategic Readiness Organizational Readiness Areas of Greatest Risk Infrastructure Readiness Process Readiness Program Readiness 5 People/Team Readiness

36 IHCM I Overview #3 Get HR in the Driver s Seat

37 A 4LENSES APPROACH FOR IHCM The right process design that drives efficiency, effectiveness, integration and role clarity The right job and competency content that scales to support all your talent management processes The right integrated technology platform to leverage talent content and data and drive better execution The right analytics to support informed talent decision-making across the enterprise

38 IHCM I Overview #4 HCM Needs Silo Busting! TRUE INTEGRATION... 4LENSES APPROACH

39 HRIZONS SERVICES ALIGN DESIGN PRIORITIZE IHCM Blueprints: Integrated Process Design Fit Gap Program Management: Road Map Readiness Change Management Communications SUPPORT ADVISE OPTIMIZE HCMS Advisory & Consulting HCMS Support & Optimization Jim Newman President & CEO PLAN BUILD ENABLE Project Management (PMI) SuccessFactors Professional Services JDMS Job Description Management Content & Data Solutions: Job Libraries Competencies Healthcare Analytics

40 Q&A